Our Work

A renowned research university’s press, known for its early digital innovation and outstanding books from authors with topic-specific expertise, had  five different business lines that were not all financially viable.  Yet, each business line is critical  to advancing knowledge and contributing to the larger good.  Is a fundraising program viable for a university press? What is its potential?

Action

• Assessed its past attempts to establish a fundraising program. 
• BenchMarked against other renowned academic presses.
• Reviewed its major gift and annual giving potential.
• Identified a pipeline of prospective donors.
• Built a prospective fundraising program. 
• Outlined:

1. An annual workplan with metrics  and calendar; 
2. How to monitor progress; 
3. Developed job descriptions, 
4. Created future board, volunteer, affiliated and non-affiliated engagement activities.

Solution

Made recommendations based on the current context of the press, economic environment, and potential to raise funds with a concentrated effort and an actionable plan.

Action

1. Transferred Institutional Knowledge of JCA Development Team, Leadership & Key Stakeholders
2. Stewarded, Sustained, and Advanced Donor and Board Relationships
3. Overaw Advancement and Execution of Annual Workplan and Day-to-Day Operations
4. Assessed current annual plans and made recommendations, including benchmarkingfuture board, volunteer, affiliated and non-affiliated engagement activities.

Outcomes

Increased knowledge for new leadership and all participants in JCA’s development operations through comprehensive documentation of JCA’s development practices, protocols, current expectations, including job descriptions for development team members and board members and intersection with other volunteers, and internal staff members

Solution

Made fundraising practice recommendations taking into leadership transitions, consideration of the current pandemic, the economic environment and its impact on the organization’s services. Established an actionable fundraising plan for the CEO, Development Team and engagement opportunities for the development committee and volunteers.

Challenge

University leadership wanted to work better as a team. With new members and challenges from the COVID Pandemic, the past year had created some concerns around burn out, improving communication and paving a path for the future.  Improving communication and engagement was critical to their ongoing success.

Solution

We used the Predictive Index Team Discover series of workshops to identify their team type and alignment with their strategies. Through a facilitated process we identified strengths, blind spots and areas of alignment and gaps. The team was energized, developed awareness of self and others and developed an action plan for improving communication and interactions.